维珍澳大利亚飞行的环境基本上是动态的，因此不可预测。在该行业中的主要挑战包括燃料价格波动，自然灾害如洪水、地震、员工工会罢工以及不断变化的全球经济命运。这些都是对航空业产生不利影响的因素，而不仅仅是维珍澳大利亚。2008世界经济衰退导致休闲旅行量大幅度减少。再加上国内价格竞争的加剧，维珍航空和其他低成本航空公司都难以在澳大利亚取得实质性利润。此外，随着市场的不断解放，国际球员也加入了争夺维珍澳大利亚市场的竞争中。尽管如此，澳洲航空是维珍澳大利亚享有近乎垄断的市场中的商业航空业最大的竞争对手（尼布，2011）。
作为一个改变游戏规则，维珍澳大利亚航空公司的首席执行官介绍了无数的变化包括现有车辆的改造，创造世界一流的休息室以及新员工制服的介绍作为一种吸引而挑剔的商务旅行者。这些变化纯粹是为了获得一份相当保守的公司差旅份额，据信约占公司差旅部门的20%（弗林，2011）。
为了使一个组织能够在一个充满活力和竞争激烈的环境中维持自己，组织需要能够应付变化。此外，需要进行适当的规划，特别是在所需的投资、工作人员参与/动机的水平，以及对竞争对手和外部环境的反措施的理解（盾牌，2009）。变化是非常困难的，在外部环境中，许多动态的事情发生。然而，如果要有效地处理变化，就很容易预料到变化。维珍澳大利亚已作出实质性努力，努力推销自己，并保持其在市场上的相关性。
人们普遍认为理想是生活中不变的东西。现代商业社会被迫接受新兴技术，避开日益激烈的竞争，摆脱过时的技术/业务流程，所有这些都只有通过变革才能实现。现代商业世界的生存需要不断创新的公司，以适应不断变化的市场需求和商业必需品（马克，2005）。这同样适用于美属维尔京群岛，澳大利亚需要改变的部分原因是机会增多，部分原因是需要改变。
商科Business assignment 代写:澳大利亚商业创新
Virgin Australia wasoriginally known as Virgin Blue, and is today ranked as the 2nd largest airline carrying more than 30% of Australia’s market capacity (Knibb, 2011). Virgin Blue started operating way back in 2000 as a low cost airline company catering for low-cost passengers constituting the leisure market segment. However, it faced stiff competition from other service providers including Qantas, Jetstar and Tiger Australia. Whilst Qantas enjoyed a monopolist reign over corporate sector flyers, Jetstar and Tiger gave it stiff competition in low-cost airline market sector (Knibb, 2011). As a means of repositioning itself, Virgin Blue was renamed as Virgin Australia in 2011. This move largely helped in repositioning it as an “emergent world carrier” for business class and leisure travellers alike.
The environment where Virgin Australia flies is substantially dynamic and hence unpredictable. Amongst the major challenges in the sector include fuel price fluctuations, natural disasterssuch as floods and earthquakes, staff union strikes as well as the ever changing global economic fortunes. These are elements known to adversely affect the airline industry and not just Virgin Australia. 2008 world economic recession resulted into a huge reduction in leisure travel volumes. This coupled with the rising domestic competition in terms of pricing made it difficult for Virgin Australia to make any substantive profits as well as other low-cost airlines. Additionally, the increasing market liberation has seen international players also join in competing the market enjoyed by Virgin Australia. Nonetheless, Qantas remains the single largest competitor to Virgin Australia enjoying near monopoly in the business airline sector of the market (Knibb, 2011).
As a game changer, Virgin Australia’s CEO introduced a myriad changes include the revamp of the existing fleet, creating world-class lounges as well as introduction of new staff uniform as a way of attracting the rather choosy corporate travellers. The changes were purely meant to get a share of the rather reserved corporate travel segment believed to make about 20% of the corporate travel sector(Flynn, 2011).
For an organization to be able to sustain itself in a dynamic and extremely competitive environ, there is need for the organization to be able to cope with change. Additionally, there is need for proper planning more especially with respect to the required investments, level of staff involvement/motivation, as well as understanding of the counter-movements by competitors and the outside environs (Shields, 2009). Change is very difficult to predict in an external environment where lots of dynamic things happen. Nonetheless, it is easy to anticipate change if it is to be handled in an effective way. Virgin Australia has made substantive efforts in an effort to market itself and maintain its relevance in the market.
Recent changes at Virgin Australia
There is often a widely held ideal that change is the only constant thing in life. Modern business society have been forced to embrace emerging technologies, ward off increased levels of competition, shed of outdated techniques/business processes and all this are only possible through change. Survival in the modern business world requires continuous re-invention of companies in line with the changing market demands as well as business necessities (Mark, 2005). This is as well applicable to Virgin Australia whose need for change is partly due to arising opportunities and partly due to the necessity for change.
